sathya_ss
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CHAPTER I INTRODUCTION CONSUMER PERCEPTION: Perception is the cognitive process. In terms of S-O-B- C model, discussed in chapter 4, perception is the cognitive process which involves the (organism) selecting, organizing and interpreting the S (stimulus). Thus, perception is the process of selecting, organizing, and interpreting or attaching meaning to the events happening in the environment. Robbins has defined perception as follows. PERCEPTION: “Perception may be defined as a process by which individuals organizes and interpret their sensory impression in order to give meaning to their environment”. Based on the definition of perception, we may identify its following features. 1. Perception is the intellectual process through which a person selects the data from the environment, organizes it, and obtains meaning from it. The physical process of obtaining data from environment, known as sensation, is distinct from it.
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Transcript of sathya_ss
CHAPTER I
INTRODUCTION
CONSUMER PERCEPTION:
Perception is the cognitive process. In terms of S-O-B-C model, discussed in
chapter 4, perception is the cognitive process which involves the (organism) selecting,
organizing and interpreting the S (stimulus). Thus, perception is the process of selecting,
organizing, and interpreting or attaching meaning to the events happening in the environment.
Robbins has defined perception as follows.
PERCEPTION:
“Perception may be defined as a process by which individuals organizes and
interpret their sensory impression in order to give meaning to their environment”. Based on the
definition of perception, we may identify its following features.
1. Perception is the intellectual process through which a person selects the data from the
environment, organizes it, and obtains meaning from it. The physical process of obtaining
data from environment, known as sensation, is distinct from it.
2. Perception is the basic cognitive or psychological process. The manner in which a person
perceives the environment affects his behavior. Thus, people’s actions, emotions, though
us, or feelings are triggered by the perception of their surroundings.
PERCEPTUAL INPUTS:
Strictly speaking, a perceptual input in the form of stimuli is not the part of actual
perception processes though these are necessary for the occurrence of perception. Stimuli may be
in the form of objects, events, or people. Thus, everything in the setting where events occur, or
which contribute to the occurrence of events, can be termed as perceptual inputs. Further, the
characteristics of stimuli are important as these affect the extent to which the perceiver is
attracted to these which affects the selection of stimuli for perception along with other variables
affecting selection of stimuli like perceiver’s characteristics and situational variables. When the
perceiver interacts with a stimulus, sensation takes place which, we have seen earlier, starts
perception process.
PERCEPTUAL SELECTIVITY:
While discussing the perception process, we have mentioned that perception is a selective
process and as the people can sense only limited amount of information in the environment, they
are characteristically selective. By selection, certain aspects of stimuli are screened out and
others are admitted. Those which are admitted remain in the awareness of the people and those
which are screened out fall below the threshold. For example, when people read a newspaper,
they do not read the entire newspaper but only those which interest them. Similar things happen
in other cases too. This is known as perceptual selectivity.
INTERPERSONAL PERCEPTION:
The above discussion of perceptual selectivity and perceptual organization holds
true for any stimulus situation, person or others. This section puts emphasis on interpersonal
perception in which the perceiver perceives another persons and the latter becomes a stimulus for
perception. In person perception, there are many more factors which affect the correctness or
incorrectness of perception. Individuals in the organization constantly perceive one another.
Manager perceives workers; workers perceive managers; superior perceive subordinate,
subordinates perceive superiors; line people perceive staff peoples, staff people perceive line
people: and so on. In the context of person perception, Zalkind and Costello have concluded that
the characteristics of perceiver are important. Relevant characteristics of the perceiver are as
follows.
Knowing oneself makes it easier to se others correctly.
One’s own cartelistic affect the characteristics one is likely to seen others.
People who accept themselves are more likely to be able to see favorable aspects of
other people.
Accuracy in perceiving others is not a single skill.
Similarly, there are certain characteristics of the perceived which influence the person
perception. These are as follows:
The status of the person perceived will greatly influence other’s perception.
The persons being perceived are usually placed into categories to simplify the viewer’s
perceptual activities. Two common categories are status and role.
The visible traits of the person perceived will greatly influence other perception of the
person.
These characteristics of the perceiver and perceived suggest extreme complexity
in person perception. There are chances that the perception may be distorted and the
perceiver may not perceive the person correctly. Distortion in person perception may occur
because of the following factors:
Factors in perceiver
Factors in perceived.
Situational factors.
REVIEW OF LITERATURE
Perception is an influential phenomenon as people usually act upon their perceptions.
Perception eventually transforms into reality. The absence of a distinctly defined role of
Consumers and an amorphous perception of their roles and responsibilities in the organization
may have a downturn effect on the Consumers' morale and self-esteem. Role Perception of the
Consumers acts as one of the most critical components in the workplaces today. It also plays a
key role in an individual's performance. A misty perception of the role may also lead to
underperformance by and underutilization of the potential of the individual. Consequently, the
organization may lose not only some vital man-hours but also some of the most competent
Consumers, in the long run. It is, therefore, in the organization's interest to provide a clearly-
defined role to every Consumer as a step towards combating the ever-increasing competition in
the global milieu.
Early passive case finding and treatment compliance are the cornerstones of tuberculosis
(TB) control programs. As human behavior plays a critical role in both strategies, a better
understanding of it is important for the planning and implementation of a successful TB
programme, especially for the health education component. Our qualitative study in Uasin Gishu,
Kenya, aimed at a better understanding of the community's beliefs and perceptions of TB,
recognition of early symptoms and health-seeking behavior. Five focus groups with a total of 49
people were held: one with hospitalized TB patients, two with rural and two with urban
participants.
Tuberculosis is well known in the communities and many vernacular names for the disease exist.
TB is perceived as a contagious, ‘sensitive’ disease difficult to diagnose and treat. Community
members believe that TB should be diagnosed and treated in a hospital or by a medical doctor and
not at the periphery level. TB treatment is perceived as long, agonizing and cumbersome.
Traditional treatment is considered a valid alternative to modern treatment, believed to be as
effective and much shorter. Initial symptoms such as cough and fever are often overlooked and/or
confused with malaria or a common cold. Symptoms associated with the disease refer to the later
stage of TB. TB is attributed to causes such as smoking, alcohol, hard work, exposure to cold and
sharing with TB patients. Many participants believe TB is hereditary. Prolonged self-treatment
and consultation with the traditional health sector as well as the social stigma attached to the
disease increase patient’s delay. Only after symptoms persist for some time and/or the suspect’s
health deteriorates, are modern health services consulted. These social conditions necessitate
culturally sensitive health education, taking into account local perceptions of TB.
OBJECTIVE OF THE STUDY
To analyze the Consumer’s perception about the organizational policies and support they
derive from superiors.
To study the Consumers’ perception about their job and work environment in susee auto sales and services Pvt. Ltd.
SCOPE OF THE STUDY:
The study on Consumers’ perception is useful to the management for future planning and
decision making both for short term and long term.
PERIOD OF THE STUDY:
The period of the study covers from January 2008 to April 2008.
LIMITATION OF THE STUDY:
It was difficult to meet all respondents in the unit due to the field work
constraints.
Some of the respondents are reluctant to fill up questionnaire.
Some of the respondents might have answered in a confuse manner.
CHAPTER II
RESEARCH METHODOLOGY
RESEARCH DESIGN:
The research design of the study is descriptive study. As the report aims at highlighting
the state of affairs of existing problem, it is said to be descriptive study.
SOURCES OF DATA:
Consumers of Susee Auto sales and services (P) Ltd. were topped to
collect the information required for the study, which is used as primary data.
The primary data required for this study was collected from the selected
samples. The questionnaires were given to get back their feedback. Company
profile, circulars, statements and leaflets issued by the company were used as
the source of the secondary data.
METHOD OF DATA COLLECTION:
The data used in this study is primary data. The primary data was
collected by the use of questionnaire.
SAMPLING METHOD:
The sampling method closely suitable to the title of the research was
adopted for the purpose of sampling. The study has used convenience sampling.
SAMPLE SIZE:
The sample size chosen for this study purpose is 100.
QUESTIONNAIRE:
It consists of number of queries printed in an ordinate manner with a
certain set of forms (i.e.) based on dichotomous (Yes or No answer).
STATISTICAL TOOLS USED:
o Simple Percentage method.
o Chi – Square Test.
DIAGRAMS USED:
o Bar Chart.
Company Profile
Hero Motocorp Ltd., formerly Hero Honda, is an Indian motorcycle and scooter manufacturer
based in New Delhi, India. The company is the largest two wheeler manufacturer in the world. In
India, it has a market share of about 46% share in 2-wheeler category. The 2006 Forbes 200
Most Respected companies list has Hero Honda Motors ranked at #108. On 31 March 2013, the
market capitalisation of the company was INR 308 billion (USD 5.66 billion).
Hero Honda started in 1984 as a joint venture between Hero Cycles of India and Honda of Japan.
In 2010, when Honda decided to move out of the joint venture, Hero Group bought the shares
held by Honda. Subsequently, in August 2011 the company was renamed Hero MotoCorp with a
new corporate identity.
In June 2012, Hero Motocorp approved a proposal to merge the investment arm of its parent
Hero Investment Pvt. Ltd. into the automaker. The decision comes after 18 months of its split
from Honda Motors
History
"Hero" is the brand name used by the Munjal brothers for their flagship company, Hero Cycles
Ltd. A joint venture between the Hero Group and Honda Motor Company was established in
1984 as the Hero Honda Motors Limited at Dharuhera, India. Munjal family and Honda group
both owned 26% stake in the Company.
During the 1980s, the company introduced motorcycles that were popular in India for their fuel
economy and low cost. A popular advertising campaign based on the slogan 'Fill it – Shut it –
Forget it' that emphasised the motorcycle's fuel efficiency helped the company grow at a double-
digit pace since inception. In 2001, the company became the largest two-wheeler manufacturing
company in India and globally. It maintains global industry leadership till date. The technology
in the bikes of Hero Motocorp (earlier Hero Honda) for almost 26 years (1984–2010) has come
from the Japanese counterpart Honda.
1956—Formation of Hero Cycles in Ludhiana(majestic auto limited)
1975—Hero Cycles becomes largest bicycle manufacturer in India.
1983—Joint Collaboration Agreement with Honda Motor Co. Ltd. Japan signed
Shareholders Agreement signed
1984—Hero Honda Motors Ltd. incorporated
1985—Hero Honda motorcycle CD 100 launched.
1989—Hero Honda motorcycle Sleek launched.
1991—Hero Honda motorcycle CD 100 SS launched.
1994—Hero Honda motorcycle Splendor launched.
1997—Hero Honda motorcycle Street launched.
1999—Hero Honda motorcycle CBZ launched.
2001—Hero Honda motorcycle Passion and Hero Honda Joy launched.
2002—Hero Honda motorcycle Dawn and Hero Honda motorcycle Ambition launched.
2003—Hero Honda motorcycle CD Dawn, Hero Honda motorcycle Splendor plus, Hero
Honda motorcycle Passion Plus and Hero Honda motorcycle Karizma launched.
2004—Hero Honda motorcycle Ambition 135 and Hero Honda motorcycle CBZ Star
launched.
2005—Hero Motocorp SuperSplendor, Hero Honda motorcycle CD Deluxe, Hero Honda
motorcycle Glamour, Hero Honda motorcycle Achiever and Hero Honda Scooter
Pleasure.
2007—New Models of Hero Honda motorcycle Splendor NXG, New Models of Hero
Honda motorcycle CD Deluxe, New Models of Hero Honda motorcycle Passion Plus and
Hero Honda motorcycle Hunk launched.
2008—New Models of Hero Honda motorcycles Pleasure, CBZ Xtreme, Glamour,
Glamour Fi and Hero Honda motorcycle Passion Pro launched.
2009—New Models of Hero Honda motorcycle Karizma:Karizma – ZMR and limited
edition of Hero Honda motorcycle Hunk launched
2010—New Models of Hero Honda motorcycle Splendor Pro and New Hero Honda
motorcycle Hunk and New Hero Honda Motorcycle Super Splendor launched.
2011—New Models of Hero Honda motorcycles Glamour, Glamour FI, CBZ Xtreme,
Karizma launched. New licensing arrangement signed between Hero and Honda. In
August Hero and Honda parted company, thus forming Hero MotoCorp and Honda
moving out of the Hero Honda joint venture. In November, Hero launched its first ever
Off Road Bike Named Hero "Impulse".
2012—New Models of Hero Motocorp Maestro the Musculine scooter and Ignitor the
young generation bike are launched.
2013—Hero MotoCorp unveiled line-up of 15 updated products including Karizma R,
ZMR, Xtreme, Pleasure, Splendor Pro, Splendor iSmart, HF Deluxe ECO, Hero
Motocorp SuperSplendor, Passion Pro and Xpro, Glamour and Glamour FI etc. It also
introduced three new technologies- Engine Immobilizer in new Xtreme, Integrated
Braking System (IBS) in new Pleasure and i3S (Idle Stop and Start System) in new
Splendor iSmart
2014—Hero MotoCorp Launched Splendor Pro Classic, Xtreme Sports and new models
of Karizma ZMR, Karizma R, Maestro and Pleasure.
2014—In October 2014, Hero updated its 100cc engine range on Passion Pro and
Splendor Pro Classic. Is should be updated on other Hero's 100cc vehicles shortly as
well.
Termination of Honda joint venture
In December 2010, the board of directors of the Hero Honda Group had decided to terminate the
joint venture between Hero Group of India and Honda of Japan in a phased manner. The Hero
Group would buy out the 26% stake of the Honda in JV Hero Honda.
Under the joint venture Hero Group could not export to international markets (except Sri Lanka
and Nepal) and the termination would mean that Hero Group can now export. Since the
beginning, the Hero Group relied on their Japanese partner Honda for the technology in their
bikes. So there are concerns that the Hero Group might not be able to sustain the performance of
the joint venture alone.
The Japanese auto major will exit the joint venture through a series of offmarket transactions by
giving the Munjal family—that held a 26% stake in the company—an additional 26%. Honda,
which also has an independent fully owned twowheeler subsidiary—Honda Motorcycle and
Scooter India (HMSI)—will exit Hero Honda at a discount and get over $1 billion for its stake.
The discount will be between 30% and 50% to the current value of Honda's stake as per the price
of the stock after the market closed on Wednesday.
The rising differences between the two partners gradually emerged as an irritant. Differences had
been brewing for a few years before the split over a variety of issues, ranging from Honda's
reluctance to fully and freely share technology with Hero (despite a 10-year technology tie-up
that expires in 2014) as well as Indian partner's uneasiness over high royalty payouts to the
Japanese company. Another major irritant for Honda was the refusal of Hero Honda (mainly
managed by the Munjal family) to merge the company's spare parts business with Honda's new
fully owned subsidiary Honda Motorcycle and Scooter India (HMSI).
As per the arrangement, it will be a two-leg deal. In the first part, the Munjal family, led by
Brijmohan Lal Munjal group, will form an overseas-incorporated special purpose vehicle (SPV)
to buy out Honda's entire stake, which will be backed by bridge loans. This SPV would
eventually be thrown open for private equity participation and those in the fray include Warburg
Pincus, Kohlberg Kravis Roberts (KKR), TPG, Bain Capital, and Carlyle Group.
Honda will continue to provide technology to Hero Honda motorbikes until 2014 for existing as
well as future models.
Sports Association
Hero MotoCorp began its association with the prestigious Indian Open Golf tournament
in 2005. The tournament has helped catapult the popularity of golf in India. Illustrious
golfers from around the world participate in this annual event, which boasts of the largest
prize fund sanctioned solely by the Asian Tour. Hero MotoCorp, the world's largest
manufacturer of two-wheelers, took over title sponsorship of the World Challenge Hero
World Challenge
Hockey is India's national sport, and Hero is committed to doing its part to promote and
popularize the sport. In 2010, Hero MotoCorp extended its support to Hockey by
sponsoring the 'Hockey World Cup 2010' that was held in India. 2 years after this, Hero
Motocorp was also the sponsor of the 'FIH Road to London 2012' tournament. The
company is proud to associate with, and will continue to endorse this great sport in the
future.
Our association with cricket goes a long way. Hero MotoCorp has in the past sponsored
major cricket tournaments in association with International Cricket Council (ICC),
including the cricket World Cup and the Champions Trophy. Hero has also been
associated with IPL.
Formation of Hero MotoCorp
The name of the company was changed from Hero Honda Motors Limited to Hero MotoCorp
Limited on 29 July 2011. The new brand identity and logo of Hero MotoCorp were developed by
the British firm Wolff Olins. The logo was revealed on 9 August 2011 in London, to coincide
with the third test match between England and India.
Hero MotoCorp can now export to Latin America, Africa and West Asia. Hero is free to use any
vendor for its components instead of just Honda-approved vendors.
On 21 April 2014, Hero MotoCorp announced their plan on a $40 Mn joint venture with
Bangladesh's Notiol Niloy Group in the next five years. also hero updated its 100cc engine range
in 2014 for 100cc bikes except hero dawn.
49% stake in Erik Buell Racing
In July 2013, HMC acquired 49.2% shareholding in Erik Buell Racing, a motorcycle sport
company which produces street and racing motorcycles based in East Troy, Wisconsin, USA.
Operations
Hero MotoCorp has four manufacturing facilities based at Dharuhera, Neemrana and Gurgaon in
Haryana and at Haridwar in Uttarakhand. These plants together have a production capacity of 7.6
million 2-wheelers per year. Read More Hero MotoCorp has a sales and service network with
over 6,000 dealerships and service points across India. It has a customer loyalty program since
2000, called the Hero Honda Passport Program which is now known as Hero GoodLife Program.
Hero GoodLife
It is reported that Hero MotoCorp has five joint ventures or associate companies, Munjal Showa,
AG Industries, Sunbeam Auto, Rockman Industries and Satyam Auto Components, that supply a
majority of its components.
The company has a stated aim of achieving revenues of $10 billion and volumes of 10 million
two-wheelers by 2016–17. This in conjunction with new countries where they can now market
their two-wheelers following the disengagement from Honda. Hero MotoCorp hopes to achieve
10 per cent of their revenues from international markets, and they expected to launch sales in
Nigeria by end-2011 or early-2012.
Motorcycles
Sleek (Discontinued)
Street (Discontinued)
Achiever
Ambition 133, Ambition 135 (Discontinued)
CBZ, CBZ Star (Discontinued)
CBZ Xtreme, Hero New Xtreme 2014
CD 100, CD 100 SS, Hero Honda Joy, CD Dawn, CD Deluxe, CD Deluxe (Self Start)
New HF Dawn,New HF Deluxe, HF DELUXE ECO
Glamour, Glamour F.I.
Hunk
Karizma, Karizma R, Karizma ZMR FI
Passion, Passion Plus, Passion Pro, Passion XPro, New Passion Pro TR
Splendor, Splendor+, Splendor+ (Limited Edition), SuperSplendor, Splendor NXG,
Splendor PRO, Splendor [iSmart],Splendor Pro Classic
Hero Impulse launched in 2011 after the separation of Hero and Honda. Its India's first
off-road and on road Bike.
Hero Ignitor launched in 2012
Hero HX250r
Scooters
It has 2 models in scooters:
Pleasure
Maestro
Company performance
The company has sold over 47 million 2-wheelers since its inception in 1984 till March 2013. It
sold 6.07 million 2-wheelers in 2012, out of which 5.5 million were motorcycles. Hero Motocorp
sells more two wheelers than the second, third and fourth placed two-wheeler companies put
together. Its most popular bike Hero Honda Splendor sells more than one million units per year.
In 2013, Hero MotoCorp registered best ever calendar year performance of more than 6.1 million
unit sales. By selling 6.25 lakh units in the month of October, it became the first-ever
manufacturer to cross landmark 6 lakh unit sales in a month. In the last quarter of the year or say
in the festive season, the company sold more than 1.6 million units, while in non festive time in
April–May 2013, it managed to sell out quite good numbers of units- 1.1 million.
CHAPTER IV
ANALYSIS AND INTERPRETATION:
TABLE-1.
TABLE SHOWING THE AGE OF THE RESPONDENTS
INTERPRETATION:
It is observed that 75% of the respondents comes under the age category of 21-
30 , 20% of the respondents can below the age category of 20 , 5%of the respondents
comes under the age category of 30-40 and 0% of the respondents are above the age
category of 50.
S.NO AGENO.OF
RESPONDENTS% OF
RESPONDENTS1 BELOW 20 20 202 21-30 75 753 30-40 5 54 ABOVE 50 0 0
TOTAL 100 100
CHART SHOWING THE AGE OF THE RESPONDENTS
CHART.NO.1
0
10
20
30
40
50
60
70
80
BELOW 20 21-30 30-40 ABOVE 50
AGE
% O
F R
ES
PO
ND
EN
TS
TABLE: 2
TABLE SHOWING THE GENDER OF THE RESPONDENTS
S.NO GENDERNO.OFRESPONDENT
S% OF
RESPONDENTS
1 MALE 55 55
2 FEMALE 45 45
TOTAL 100 100
INTERPRETATION:
It is observed that 55% of the respondents are to male and 45% of the respondents
are female.
CHART SHOWING THE GENDER OF THE RESPONDENTS
CHART.NO.2
0
10
20
30
40
50
60
MALE FEMALE
GENDER
% O
F R
ES
PO
ND
EN
TS
TABLE: 3TABLE SHOWING THE EXPERIENCE OF THE RESPONDENTS
S.NO EXPERIENCE NO.OFRESPONDENTS % OF RESPONDENTS
1 BELOW 5Yrs 95 952 5-10Yrs 0 03 ABOVE10Yrs 5 5
TOTAL 100 100
INTERPRETATION:
It is observed that 95% of the respondents have experience below 5 years, 0% of the
respondents have no experience below 5-10years, and 5% of the respondents have experience
above 10years
CHART SHOWING THE EXPERIENCE OF THE
RESPONDENTS
CHART.NO.3
0
20
40
60
80
100
BELOW 5Yrs 5-10Yrs ABOVE10Yrs
EXPERIENCE
% O
F R
ES
PO
ND
EN
TS
TABLE: 4
TABLE SHOWING THE QUALIFICATION OF THE RESPONDENTS
S.NO QUALIFICATION
NO.OFRESPONDENTS % OF RESPONDENTS
1 UG/PG 80 802 TECHNICAL 20 203 OTHERS 0 0
TOTAL 100 100
INTERPRETATION:
It is observed that 80% of the respondents belong to UG/PG qualification, 20% of the
respondents belongs to TECHNICAL qualification
CHART SHOWING THE QUALIFICATION OF THE RESPONDENTS
CHART.NO.4
0102030405060708090
UG/PG TECHNICAL OTHERS
QUALIFICATION
% O
F R
ES
PO
ND
EN
TS
TABLE: 5
TABLE SHOWING THE INCOME LEVEL OF THE RESPONDENTS
S.NO INCOME NO.OFRESPONDENTS
% OF RESPONDENTS
1 BELOW5000 95 952 5000-10000 5 53 10000-15000 0 04 ABOVE1500
00 0
TOTAL 100 100
INTERPRETATION:
It is clear that 95% of the respondents are below the income level of Rs5000, 5% of the
respondents are between the levels of Rs5000-10000
CHART SHOWING THE INCOME LEVEL OF THE RESPONDENTS
chart.no.5
0
20
40
60
80
100
120
BELOW5000 5000-10000 10000-15000 ABOVE15000
INCOME
% o
f re
spo
nd
ents
TABLE: 6
TABLE SHOWING THE VISION, MISSION, VALUES INSPIRE AND INFLUENCE OF THE RESPONDENTS
S.NO PARTICULAR NO.OFRESPONDENTS % OF RESPONDENTS
1 SA 20 202 A 75 753 NAND 5 54 D 0 05 SD 0 0
TOTAL 100 100
INTERPRETATION:
It is clear from the table that 75% of the respondents agree that vision, mission and
values inspire and influences their behavior, 20% of the respondents strongly agree that vision,
mission and values inspire and influences their behavior, 5%of the respondents neither agree not
disagree that vision, mission and values inspire and influences their behavior.
CHART SHOWING THE VISION, MISSION, VALUES INSPIRE AND
INFLUENCE OF THE RESPONDENTS
CHART. NO.6
01020304050607080
SA A NAND D SD
PATICULAR
% O
F R
ES
PO
ND
EN
TS
TABLE: 7
TABLE SHOWING THE ORGANISATION’S POLICIES ARE SUPPORTIVE TO DELIVER THEIR BESTOF THE RESPONDENTS
S.NO PARTICULAR NO.OFRESPONDENTS % OF RESPONDENTS
1 yes 85 85
2 No 15 15
TOTAL 100 100
INTERPRETATION:
It is observed from the table that 80% of the respondents Agree that the organization’s
policies are supportive to deliver their best ,15% of the respondents Neither agree not disagree
that the organization’s policies are supportive to deliver their best, 5%of the respondents
Strongly agree that the organization’s policies are supportive to deliver their best.
CHART SHOWING THE ORGANISATION’S POLICIES ARE
SUPPORTIVE TO DELIVER THEIR BEST OF THE RESPONDENTS
yes no0
10
20
30
40
50
60
70
80
90
CHART.NO.7
particular
% o
f res
pond
ents
TABLE: 8
TABLE SHOWING THAT THIER SUPERIOR GUIDES AND PREPARES
FOR THEIR FUTURE RESPONSIBILITIES AND ROLES
S.NO PARTICULAR
NO.OFRESPONDENTS
% OF RESPONDENTS
1 SA 35 352 A 55 553 NAND 5 54 D 5 55 SD 0 0
TOTAL 100 100
INTERPRETATION:
It is observed that 55% of the respondents Agree that their superior guides and
prepares for their future responsibilities and roles, 35% of the respondents Strongly agree
that their superior guides and prepares for their future responsibilities and roles, 5%of the
respondents belongs to Neither agree not disagree and 5% of the respondents Disagree that
their superior guides and prepares for their future responsibilities and roles
CHART SHOWING THAT THIER SUPERIOR GUIDES AND
PREPARES FOR THEIR FUTURE RESPONSIBILITIES and Roles
CHART. NO.8
0
10
20
30
40
50
60
SA A NAND D SD
PATICULAR
% O
F R
ES
PO
ND
EN
TS
TABLE: 9
TABLE SHOWING THAT THEIR IS FLEXIBILITY AND INDEPENDENCE IN THEIR JOB
S.NO PARTICULAR NO.OFRESPONDENTS % OF RESPONDENTS
1 yes 75 752 No 25 25
TOTAL 100 100
INTERPRETATION:
It is observed that 50% of the respondents Agree that there is flexibility and
independence in their job, 25% of the respondents Strongly agree that there is flexibility and
independence in their job, 20%of the respondents Neither agree not disagree that there is
flexibility and independence in their job, 5% of the respondents Disagree that there is flexibility
and independence in their job.
CHART SHOWING THAT THEIR IS FLEXIBILITY AND
INDEPENDENCE IN THEIR JOB
yes no0
1020304050607080
CHART.NO.9
particular
% o
f res
pond
ents
TABLE: 10
TABLE SHOWING THAT THEY ARE GIVEN ENOUGH AUTHORITY AND FREEDOM TO MAKE DECISIONS
S.NO PARTICULAR
NO.OFRESPONDENTS
% OF RESPONDENTS
1 SA 15 152 A 50 503 NAND 10 104 D 20 205 SD 5 5
TOTAL 100 100
INTERPRETATION:
It is observed that 50% of the respondents Agree that they are given enough
authority and freedom to make decisions , 20% of the respondents Disagree given enough
authority and freedom to make majority of decisions, 15%of the respondents Strongly
agree given enough authority and freedom to make majority of decisions, 10% of the
respondents neither agree not Disagree given enough authority and freedom to make
majority of decisions, 5% of the respondents strongly Disagree given enough authority
and freedom to make majority of decisions.
CHART SHOWING THAT THEY ARE GIVEN ENOUGH AUTHORITY
AND FREEDOM TO MAKE DECISIONS
CHART. NO.10
0
10
20
30
40
50
60
SA A NAND D SD
PATICULAR
% O
F R
ES
PO
ND
EN
TS
TABLE: 11
TABLE SHOWING THAT THERE IS RESPECT AND VALUE FOR
EVERY CONSUMER
S.NO PARTICULAR
NO.OFRESPONDENTS
% OF RESPONDENTS
1 SA 30 302 A 45 453 NAND 25 254 D 0 05 SD 0 0
TOTAL 100 100
INTERPRETATION:
It is observed that 45% of the respondents Disagree that there is respect and
value for every Consumer, 30% of the respondents strongly agree is respect and value for
every Consumer, 25%of the respondents neither agree not Disagree is respect and value
for every Consumer.
CHART SHOWING THAT THERE IS RESPECT AND VALUE FOR
EVERY CONSUMER
CHART. NO.11
0
10
20
30
40
50
SA A NAND D SD
PATICULAR
% O
F R
ES
PO
ND
EN
TS
TABLE: 12
TABLE SHOWING THAT THERE ARE OPPORTUNITIES TO LEARN
S.NO PARTICULAR
NO.OFRESPONDENTS
% OF RESPONDENTS
1 SA 35 352 A 45 453 NAND 15 154 D 5 55 SD 0 0
TOTAL 100 100
INTERPRETATION:
It is observed that 45% of the respondents Agree that there are opportunities to
learn, 35% of the respondents strongly agree opportunities to learn, 15%of the respondents
neither agree not Disagree opportunities to learn, 5% of the respondents Disagree
opportunities to learn.
CHART SHOWING THAT THERE ARE OPPORTUNITIES TO
LEARN
CHART. NO.12
0
10
20
30
40
50
SA A NAND D SD
PATICULAR
% O
F R
ES
PO
ND
EN
TS
TABLE: 13
TABLE SHOWING THAT JOB RELEVANT TRAINING IS PROVIDED
TO PERFORM THEIR TASKS EFFECTIVELY
S.NO PARTICULAR NO.OFRESPONDENTS % OF RESPONDENTS
1 SA 25 252 A 15 153 NAND 55 554 D 5 55 SD 0 0
TOTAL 100 100
INTERPRETATION:
It is observed that 55% of the respondents Agree that job relevant training is
provided to perform their tasks effectively , 25% of the respondents Strongly agree that
job relevant training is provided to perform their tasks effectively, 15%of the respondents
neither agree not Disagree that job relevant training is provided to perform their tasks
effectively , 5% of the respondents Disagree that job relevant training is provided to
perform their tasks effectively.
CHART SHOWING THAT JOB RELEVANT TRAINING IS PROVIDED
TO PERFORM THEIR TASKS EFFECTIVELY
CHART. NO.13
0
10
20
30
40
50
60
SA A NAND D SD
PATICULAR
% O
F R
ES
PO
ND
EN
TS
TABLE: 14
TABLE SHOWING THAT THEY FIND OPPORTUNITIES FOR THEIR
CAREER GROWTH
S.NO PARTICULAR NO.OFRESPONDENTS % OF RESPONDENTS
1 SA 25 252 A 45 453 NAND 30 304 D 0 05 SD 0 0
TOTAL 100 100
INTERPRETATION:
It is observed that 45% of the respondents Agrees that they were find their
opportunities for their career growth, 30% of the respondents neither agree not Disagree
that they find opportunities for their career growth, 25%of the respondents strongly agree
that they find opportunities for their career growth.
CHART SHOWING THAT THEY FIND OPPORTUNITIES FOR THEIR
CAREER GROWTH
CHART. NO.14
0
10
20
30
40
50
SA A NAND D SD
PATICULAR
% O
F R
ES
PO
ND
EN
TS
TABLE:15
TABLE SHOWING THAT THEY ARE SATISFIED WITH THIER COMPENSATION AND BENEFITS
S.NO PARTICULAR NO.OFRESPONDENTS % OF RESPONDENTS
1 SA 20 202 A 60 603 NAND 15 154 D 5 55 SD 0 0
TOTAL 100 100
INTERPRETATION:
It is observed that 60% of the respondents Agree that they are satisfied with their
compensation and benefits, 20% of the respondents strongly agree satisfied with their
compensation and benefits, 15%of the respondents neither agree not Disagree satisfied
with their compensation and benefits, 5% of the respondents Disagree satisfied with their
compensation and benefits.
CHART SHOWING THAT THEY ARE SATISFIED WITH THIER
COMPENSATION AND BENEFITS
CHART. NO.15
0
10
20
30
40
50
60
70
SA A NAND D SD
PATICULAR
% O
F R
ES
PO
ND
EN
TS
TABLE: 16
TABLE SHOWING THAT THEY AS TEAM AND SHARE THIER
STRENGTHS/WEAKNESS AND OTHER RESOURCES
S.NO PARTICULAR NO.OFRESPONDENTS % OF RESPONDENTS
1 SA 40 402 A 45 453 NAND 5 54 D 10 105 SD 0 0
TOTAL 100 100
INTERPRETATION:
It is observed that 45% of the respondents Agree that they as team and share
their strengths/weakness and other resources, 40% of the respondents Strongly agree that
they as team and share their strengths/weakness and other resources, 10%of the
respondents Disagree that they as team and share their strengths/weakness and other
resources, 5% of the respondents neither agree not Disagree that they as team and share
their strengths/weakness and other resources.
CHART SHOWING THAT THEY AS TEAM AND SHARE THIER
STRENGTHS/WEAKNESS AND OTHER RESOURCES
CHART. NO.16
0
10
20
30
40
50
SA A NAND D SD
PATICULAR
% O
F R
ES
PO
ND
EN
TS
TABLE: 17
TABLE SHOWING THAT THEY GET SUPPORT AND RESOURCES
FROM OTHER DEPARTMENTS TO ACCOMPLISH THE TASKS
INTERPRETATION:
It is clear that 80% of the respondents Agree that they get support and resources
from other departments to accomplish the tasks, 15% of the respondents strongly agree
that they get support and resources from other departments to accomplish the tasks, 5%of
the respondents Disagree that they get support and resources from other departments to
accomplish the tasks.
S.NO PARTICULAR NO.OFRESPONDENTS % OF RESPONDENTS
1 SA 15 152 A 80 803 NAND 0 04 D 5 55 SD 0 0
TOTAL 100 100
CHART SHOWING THAT THEY GET SUPPORT AND RESOURCES
FROM OTHER DEPARTMENTS TO ACCOMPLISH THE TASKS
CHART. NO.17
0
20
40
60
80
100
SA A NAND D SD
PATICULAR
% O
F R
ES
PO
ND
EN
TS
TABLE: 18
TABLE SHOWING THAT IS SMOOTH TWO WAY INFORMATION
FLOW THROUGH OUT THE ORGANIZATION
S.NO PARTICULAR
NO.OFRESPONDENTS
% OF RESPONDENTS
1 SA 15 152 A 60 603 NAND 20 204 D 5 55 SD 0 0
TOTAL 100 100
INTERPRETATION:
It is observed that 60% of the respondents Agree that is smooth two way
information flow throughout the organization , 20% of the respondents neither agree not
Disagree that is smooth two way information flow throughout the organization ,15%of
the respondents Strongly agree that is smooth two way information flow throughout the
organization ,5% of the respondents Disagree that is smooth two way information flow
throughout the organization.
CHART SHOWING THAT IS SMOOTH TWO WAY INFORMATION
FLOW THROUGHOUT THE ORGANIZATION
CHART. NO.18
0
10
20
30
40
50
60
70
SA A NAND D SD
PATICULAR
% O
F R
ES
PO
ND
EN
TS
TABLE: 19
TABLE SHOWING THAT THEY ARE AWARE OF MAJOR EVENTS
TAKING PLACE IN THE ORGANIZATION
S.NO PARTICULAR NO.OFRESPONDENTS % OF RESPONDENTS
1 SA 20 202 A 75 753 NAND 0 04 D 5 55 SD 0 0
TOTAL 100 100
INTERPRETATION:
It is observed that 75% of the respondents Agree that they are aware of major events
taking place in the organization, 20% of the respondents strongly agree aware of the major
events that taking place in the organization, 5% of the respondents Disagree aware of the major
events that taking place in the organization
CHART SHOWING THAT THEY ARE AWARE OF MAJOR EVENTS
TAKING PLACE IN THE ORGANIZATION
CHART. NO.19
01020304050607080
SA A NAND D SD
PATICULAR
% O
F R
ES
PO
ND
EN
TS
TABLE: 20
TABLE SHOWING THAT THEIR STRESS LEVEL IS HIGH AT WORK
THAN IN OTHER SITUATIONS
INTERPRETATION:
It is observed that 55% of the respondents Agree that their stress level is high at work
than in other situations, 20% of the respondents Strongly agree that their stress level is high at
work than in other situations, 15% of the respondents neither agree not Disagree that their stress
level is high at work than in other situations and 10% of the respondents Disagree that their
stress level is high at work than in other situations.
S.NO PARTICULAR NO.OFRESPONDENTS % OF RESPONDENTS
1 SA 20 202 A 55 553 NAND 15 154 D 10 105 SD 0 0
TOTAL 100 100
CHART. NO.20
0
10
20
30
40
50
60
SA A NAND D SD
PATICULAR
% OF RESPONDENTS
CHART SHOWING THAT THEIR STRESS LEVEL IS HIGH AT
WORK THAN IN OTHER SITUATIONS
TABLE: 21
TABLE SHOWING THAT SAFETY THE ORGANIZATION ENSURES SAFETY OF ALL CONSUMERS
S.NO PARTICULAR
NO.OFRESPONDENTS
% OF RESPONDENTS
1 SA 35 352 A 40 403 NAND 25 254 D 0 05 SD 0 0
TOTAL 100 100
INTERPRETATION:
It is observed that 40% of the respondents Agree that the organization ensures
safety of all Consumers, 35% of the respondents strongly agree that the organization
ensures safety of all Consumers, 25% of the respondents neither agree not Disagree that
the organization ensures safety of all Consumers.
CHART. NO.21
0
10
20
30
40
50
SA A NAND D SD
PATICULAR
% OF RESPONDENTS
CHART SHOWING THAT SAFETY THE ORGANIZATION ENSURES SAFETY OF ALL CONSUMERS
TABLE: 22
TABLE SHOWING THAT THEY ARE COMFORTABLE WITH THE
PHYSICAL WORK ENVIRONMENT
S.NO PARTICULAR
NO.OFRESPONDENTS
% OF RESPONDENTS
1 SA 15 152 A 60 603 NAND 25 254 D 0 05 SD 0 0
TOTAL 100 100
INTERPRETATION:
It is observed that 60% of the respondents Agree that they are comfortable with the
physical work environment, 25% of the respondents neither agree not Disagree that they are
comfortable with the physical work environment, 15% of the respondents strongly agree that
they are comfortable with the physical work environment.
CHART. NO.22
0
10
20
30
40
50
60
70
SA A NAND D SD
PATICULAR
% OF RESPONDENTS
CHART SHOWING THAT THEY ARE COMFORTABLE WITH THE
PHYSICAL WORK ENVIRONMENT
CHI-SQUARE ANALYSIS:
1. Chi – square test to test whether there is any significant relationship between the flexibility and independence in their job and the organizing policies are supportive to deliver their best.
1. H0 - There is no significant relationship between the flexibility and independence in their job and the organizing policies are supportive to deliver their best.
2. H1 – There is significant relationship between the flexibility and independence in their
job and the organizing policies are supportive to deliver their best.
χ2 =2.397Do = (r-1) *(c-1) = (2-1)*(2-1) = 1Table value@5% for 1=3.841H0 is accepted.
INTERPRETATION:
Organization policiesyes no Total
Flexibility and independence
yes50 15 65
no 20 15 35Total 70 30 100
Observed value (O)
Expected value(E)
(O-E)2 (O-E)2 /E
50 45.5 20.25 0.445
20 19.5 0.25 0.012
15 19.5 0.25 0.012
15 10.5 20.25 1.928
Total 2.397
There is no significant relationship between the flexibility and independence in their job and the organizing policies are supportive to deliver their best.
CHPATER VSUMMARY OF FINDINGS
1. 75% of the respondents agree that organization’s vision, mission and values inspire and influence their behavior at work.
2. 80% of the respondents agree that the organizational policies are supportive to deliver their best.
3. 55% of the respondents agree that superior guides and prepares for their future responsibilities and roles.
4. 50% of the respondents agree that they have flexibility and independence in their job.
5. 50% of the respondents agree that authority and freedom to make decision
6. 45% of the respondents agree that respect and value for every Consumer.
7. 45% of the respondents agree that opportunity to learn.
8. 55% of the respondents agree that they get sufficient job relevant training.
9. 45% of the respondents agree that opportunities to grow in my career.
10. 45% of the respondents agree that share strength/weakness and other resources
11. 60% of the respondents agree that information flow through the organization.
12. 55% of the respondents agree that stress level.
13. 60% of the respondents agree that they are satisfied with their compensation and benefits.
14. 80% of the respondents agree that they get support and resources from other departments.
15. 75% of the respondents agree that they are aware of major events of the organization.
SUGGESTIONS
1. It is suggested to make Consumers to work in team which results in good interpersonal
relationship.
2. It is recommended to conduct events and periodical relation should be given to the
Consumers to keep them stress less in their job.
3. As the income level of the Consumers is less, it’s recommended to increase the pay
package as best in the concerned industry.
CONCLUSION
Automobile industry is a vast growing area in today’s market. Serve competiton
in the market compiled the hospitals to strive for survival. The success of auto sales is
determined by its Consumer’s satisfaction towards its services. The perception level of the
Consumers is average and so the level of commitment and satisfaction has to be increased.
To conclude, it is necessary that the management takes considerable action to fulfill the
Consumer needs in order to attain a higher degree of perception. Hence the researcher
recommends conscious efforts to rectify the defects in service and to make the service
providers patient oriented in order to attain better results.
BIBLIOGRAPHY
WEB SITES:
www.wikipedia.com
www.icmrindia.org
www.answers.com
www.google.com
www.sales @susee group .com
BOOKS:
Research methodology - by C.R. Kothari
Statistics for management - by Gupta
Organizational behavior - by L.M.Prasad
ICFAI university press, HRM review, P no 29-33, Feb 2008
QUESTIONNAIRE
1. Name : _________________________________ (Optional)
2. Age : [ ] Below 20 [ ] 21-30 [ ] 30-40 [ ] Above 50
3. Gender : [ ] Male [ ] Female
4. Experience: [ ] Below 5 years [ ] 5 – 10 years [ ] above 10 years
5. Educational Qualification : [ ] Graduate/Post Graduate [ ] Technical [ ] Others
6. Income :
[ ] Below 5000 [ ] 5000-10000 [ ] 10000- 15000 [ ] Above 15000
7. The organization’s vision, mission and values inspire and influence my behavior at
work.
SA A NAND D SD
1 2 3 4 5
8. The organization’s policies are supportive to deliver my best.
(a)Yes (b) No
9. My superior guides and prepares me for the future responsibilities and
Roles
SA A NAND D SD
1 2 3 4 5
10. There is flexibility and independence in my purchase
(a)Yes (b) No
11. I am given enough authority and freedom to buy majority of decisions
SA A NAND D SD
1 2 3 4 5
12. There is respect and value for every Consumer
SA A NAND D SD
1 2 3 4 5
13. There are lots of opportunities to learn
SA A NAND D SD
1 2 3 4 5
14. Sufficient relevant training is provided to effectively perform buy the product.
SA A NAND D SD
1 2 3 4 5
15. There are adequate opportunities to buy in my career by feature
SA A NAND D SD
1 2 3 4 5
16. I am satisfied with my compensation and benefits
SA A NAND D SD
1 2 3 4 5
18. There is enough of support and resources to buy the product
SA A NAND D SD
1 2 3 4 5
19. There is a smooth two-way information flow throughout the organization (vertical and
horizontal)
SA A NAND D SD
1 2 3 4 5
20. Consumers are aware of the major events that take place in the
Organization
SA A NAND D SD
1 2 3 4 5
21. My stress level is high at work than in other situations
SA A NAND D SD
1 2 3 4 5
22. The organization ensures safety of all Consumers
SA A NAND D SD
1 2 3 4 5
23. I am comfortable with the buying physical environment?
SA A NAND D SD
1 2 3 4 5
